Safeguarding & wellbeing

Health and Safety Policy

Health, safety, risk management and organisational responsibilities.

Responsible owner: School leadership
Publication status: Published current policy
Original document: 19 pages
Accessible format: Select, copy and search this page

Accessible HTML edition

This selectable-text edition is transcribed from the school’s published PDF. The original document remains available above.

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iBOS Health & Safety Policy

The aims of our school are

A school where teachers, staff, and students are expected to support and extend the atmosphere of respect, courtesy, the love of learning and the value of friendship that is held dear at iBOS.
iBOS aims to develop students to become well-rounded individuals. We aim to empower our students with the best tools and resources, making them capable in following and achieving their dreams, to become valued members of our global societies, and to allow them to make a positive difference to the world, wherever they choose to progress to.
Students leave iBOS prepared for university. They are confident, contributing, and caring members of the global community and they have embraced the challenge of our specialised education. They will have gained the values that equip them to make a positive contribution.

Responsibility of: The Principal

Date Ratified: 03 July 2025

Review Date: 03 July 2026

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All staff have the right to work in places where risks to their health and safety are properly controlled. The Health and Safety Policy is about stopping employees from getting hurt at work or falling ill through work. The employer is responsible for health and safety, but employees must help.

What Employers Must Do

1. Decide what could harm employees in their job and what precautions can be taken to stop it. This is part of the risk assessment.
2. Explain how risks will be controlled and tell employees who is responsible for this, in a way that employees can understand.
3. Consult and work with the health and safety representatives (line managers) in protecting everyone from harm in the workplace.
4. Give employees the health and safety training they need to carry out their job.
5. Provide employees with any equipment and protective clothing needed, and ensure it is properly looked after.
6. Provide toilets, washing facilities and drinking water.
7. Provide adequate first-aid facilities.
8. Report major injuries and fatalities at work to Lambeth Council, who will log the incident and send a written report to the Principal.
9. Work with any other employers or contractors sharing the workplace or providing employees (such as agency workers), so that everyone’s health and safety are protected.
10. Appoint a competent person, as defined by HSE, to assist in health and safety compliance. This individual must possess adequate training, knowledge and experience. What Employees Must Do;
1. Follow the training received when using any work items the employer has provided.
2. Take reasonable care of their own and other people’s health and safety.
3. Co-operate with the employer on health and safety.
4. Tell someone (the employer, supervisor, or health and safety representative) if you think the work or inadequate precautions are putting anyone’s health and safety at serious risk.
5. Follow employee well-being and absence prevention measures. All employees must ensure that they take reasonable care for their own health and safety, and managers need to ensure that the workplace is safe and without health risks. All potential employees complete pre- employment questionnaires which summaries occupational health information.
6. Employees who use Visual/Video Display Unit (VDU) equipment may undertake an eye test. The Human Resources/Occupational Health Departments will analyses this information and advise whether the individual is fit for the specified employment or fit with specified restrictions. These restrictions must then be explored, and reasonable adjustments considered where necessary.

Managers Should Use the Following Steps to Prevent or Reduce Sickness Absence

1. Risk assessments: these need to be carried out routinely for new employees, as well as, for example, following office moves, for pregnant women and when an employee returns

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from maternity leave or long-term absence. The iBOS Health & Safety Advisor who is the School’s Business Manager or the HR manager will be able to advise in situations where an employee claims that sickness absence is due to issues with their workstation or office environment. Managers must ensure that suitable and sufficient risk assessments are carried out regularly, in accordance with the Management of Health and Safety at Work Regulations 1999. This includes assessments tailored to vulnerable groups (e.g., pregnant workers, disabled staff, young persons).

2. Training: where relevant, this should be arranged e.g. for manual handling, working at heights, strain injuries (such as upper limb disorder) etc. The iBOS Health & Safety Advisors can aid, or the Human Resources / Occupational Health Department can advise on this.
3. Understanding the effects of an employee’s ill-health or disability: for example, sometimes this can be accommodated by making reasonable adjustments to working hours, equipment, tasks etc. Advice and guidance are also available from iBOS Health and Safety Advisors.
4. Eye Tests: Eye tests to be provided for staff as required through NHS.
5. Display Screen Equipment: Assessments and records to be kept and maintained.

Stress Management

The Management of Stress in Schools Guidance gives useful guidance on recognizing the symptoms of stress and identifying possible causes and provides examples of how to reduce or avoid them. This guide can be found at the end of this policy.

Communication/Individual Performance Management

Understanding personal objectives and expectations and receiving regular feedback on progress and performance can assist in relieving stress at work. General Health And Safety Policy: iBOS follows the UK Government’s guidelines of Health and Safety Procedures and Practices. The Governors and Senior Leadership Team of iBOS accept, and will meet, its obligations under the Health and Safety at Work Act etc. 1974 (The Act) and other statutes and approved codes of practice. It will do this by making every effort, insofar as it is reasonably practicable, to provide a safe and healthy environment for all its staff and students. It will ensure that all reasonable steps are taken to protect the health and safety of those who meet its services and premises, by providing:

a) a safe place to work, study and play, including access to and from the premises and a healthy environment
b) adequate provision, instruction, and information to enable all students and employees to avoid hazards
c) premise, equipment, and systems of work that are safe
d) safe arrangements for the use, handling storage and transport of articles and substances
e) adequate welfare and first aid facilities Should this healthy and safe environment not be maintained in any way, the Principal will restrict school activities, as necessary. iBOS has set up appropriate consultative systems to enable employees to contribute positively to the development of measures promoting health and safety at work.

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iBOS expects its employees at all levels to set an example in safe behavior, and to maintain a constant and continuing interest in safety, by:

a) acting in the course of their employment with due care for the health and safety of themselves, other staff, students and the general public, and by observing health and safety rules, wherever applicable to them or matters within their control;
b) adhering to procedures, agreed on their behalf, for securing safe working; in particular, by using protective clothing and equipment provided, and making sure that students do the same;
c) reporting, as appropriate, accidents that have led or may lead to injury, and co-operating in the investigation of accidents with the object of introducing measures to prevent a recurrence; and
d) on a day-to-day basis, observing that their working environment is safe, minimising risk and reporting hazards to their line manager. The HR Department will review and amend, as necessary, the school's Health and Safety Policy annually, or in the light of further regulations and other guidance received from the Health and Safety Commission. All students, employees and other users of the school will be informed of the policy and amendments to it. The Health and Safety Policy will be supported by adequate resources, including training at Inset and other days as deemed necessary by the Principal. Responsibility holders and specific procedures are contained in the organization and various sections of this policy.

Management Obligations

The Principal is responsible to the Collective Labor Agreement (CLA) for health and safety matters. The Senior Leadership Team, and others listed in this document or any amendment, are responsible to the Principal, so far as is reasonably practicable, for:

a) implementing, within their area of competence, the General Health and Safety Policy
b) the health and safety at work and employees under their supervision
c) areas of the school specifically allocated to them
d) ensuring that all machinery, and equipment procured, specified, installed, and maintained in their care, is safe for its intended use
e) upholding existing codes of practice in the various areas within the school, e.g., the use of goggles in the workshop and laboratories. The Various Codes of Practice are Located with the School Leadership Team Teaching and non-teaching staff in all year groups, and at all levels of responsibility, have individual obligations as employees of the School and the Contaminated Land Exposure Assessment (CLEA). Visitors are expected to follow the instructions of their escort.

The Principal – Overall Responsibility for Health and Safety Area of Responsibility

The Principal is responsible for:

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the overall responsibility and authority for all matters related to the safety of school students and employees, and all other persons in respect of activities of the school or any member of it
the implementation of the school’s Health & Safety Policy
making recommendations on the policy and advising the relevant committee
delegating responsibility and authority for safety matters via the management structure of the school in accordance with the arrangements detailed in this policy
liaising with officials on the appointment of Safety Representatives under the Safety

Representatives and Safety Committee Regulations 1978

keeping a register of Safety Representatives
maintaining contact on matters of health and safety with the Safety Representatives and officers of the CLA
planning training for employees about safety at work, within the resources available

Premises Management

All team leaders are responsible for Health and Safety in their departments. Area of responsibility:

1. all teaching and non-teaching staff assigned to the department, classrooms, offices, and other areas specifically allocated to the department
2. all equipment and materials used or acquired for use in the department on all sites
3. submission of risk assessment annually (or when areas are physically changed) with performance management review

Premises Post Holder

Area of responsibility:

1. checking three times per year all fire extinguishers, fire blankets and other portable fire appliances
2. informing the Principal when work is to be carried out in an area under their control or in an adjacent area, above, below or at the side of the workplace
3. the safe maintenance and repair of defects upon receipt of written or verbal communications
4. all equipment and materials used or acquired for use during, and in the exercise of, the Site Staffs' duties

The Premises Authorized Site Users and Visitors

The Premises Staff are responsible for ensuring that:

1. the annual check of electrical equipment is undertaken
2. all alarm systems are in good working order
3. the condition of the building is checked regularly, and appropriate action is taken in the event of essential maintenance or repairs being required
4. appropriate systems are in place to deal with emergencies and that all users of the site are aware of their responsibilities in this area

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Other Responsibilities

1. The Health & Safety at Work Act 1974 emphasizes the view that to achieve a successful implementation of Health and Safety Policy management, employee cooperation is essential. It is therefore necessary that all employees have clear lines of management to follow on health and safety matters.
2. The Health and Safety Contacts will have no executive authority beyond that attached to their normal duties.
3. The Local Health and Safety Contacts should be readily available to staff in their area of responsibility. They will be called upon to judge whether steps needed to remove potential hazards are within, or fall outside, the term 'reasonably practicable'. They will decide whether activities within their area of control should continue. The Local Health and Safety Contacts will be responsible for acquainting themselves with regulations about the plant, equipment and activities in their area (obtaining external guidance where necessary), and for ensuring that all such equipment and activities comply with the appropriate regulations. The Local Health and Safety Contacts will take note of safety bulletins and safety instructions passed from time to time by the Principal and arrange for them to be distributed according to the requirements of the school. The Local Health and Safety Contacts will be responsible for producing a detailed statement indicating how the policy of the school will be implemented for their area. This will include safe working practices and procedures for areas of activities and give clear instructions for obtaining maintenance to the fabric and plant and equipment.
4. Students of iBOS and other regular users: A Local Health and Safety Contact has responsibility for ensuring that all areas under their control are safe places of work, play and study for all students and other regular users authorized to enter it. As part of that responsibility, the Local Health and Safety Contacts should ensure that pupils and regular users of the school’s facilities are properly instructed on safety matters. This includes safe working practices, procedures, restricted areas, and emergency evacuation procedures.
5. Visitors: The Local Health and Safety Contacts are responsible for the safety of visitors to the area of the school within their control. They should ensure that visitors comply with safety procedures and are escorted where appropriate.
6. The Premises Office and Health and Safety Contacts are responsible for any area of the school in which a contractor is working. All outside contractors must be made aware in writing of the Health and Safety Policy and of any additional rules or code of safe practice activities of staff working in areas under their control.
7. Annual Internal Audit (Risk Assessment) is the responsibility of the Principal to carry out, once a year, a full audit of areas of the School under her/his control in conjunction with any Local Health and Safety Contacts nominated.
8. Safety Representatives must be invited to accompany the Principal on annual audits. Safety Representatives should be informed of the date and time of the proposed inspection, if possible, at least seven days in advance.
9. Local Health and Safety Contacts will be readily available to the Safety Representatives and will co-operate with them in carrying out annual audits of the workplace. Following an audit, a report will be produced.

10. General Duties

a) Advise on the prevention of accidents to the staff, students, regular users, and visitors.
b) Receive comments from the staff and students on potential hazards and, if reasonably practicable, take steps to remove or reduce the hazard.
c) Report those instances where normal executive authority does not allow them to reduce the hazard, or where they have doubts as to the practicability of the solution.

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d) Advise on the use of potential clothing and equipment and ensuring that such clothing and equipment are properly maintained and renewed where necessary, and are used by staff.
e) Ensure that all accidents within their area of responsibility are reported and recorded following the procedures laid down in Paragraph 8. Establish, wherever possible, the facts of any accident by visiting the scene before site evidence is disturbed and, where practicable, ensure that such evidence is not moved.

11. Inspection

a) Ensure that a regular inspection is carried out and that appropriate records are maintained.
b) Inspect, periodically, sites and places of work where staff are working to ensure safe practices and methods of work are being followed, and that appropriate plant and equipment are being used.
c) Assist with Annual Audits.
12. Information and Training
a) Ensure that staff are fully informed of health and safety hazards, safe procedures, and relevant regulations, and provided with appropriate advisory literature.
b) Ensure that operators have been adequately trained in the safe use of items of equipment and maintaining a record of this training. Maintenance of Building
a) All employees should report any required maintenance to their Local Health and Safety Rep and/or the Premises Manager.
b) Local Health and Safety Contacts have a responsibility and authority to take out of use temporarily any area in which, in their judgement, it would be hazardous for employees to work, until such maintenance as is necessary has been carried out. Such action should be notified immediately to the Principal and the Premises Staff.
c) Local Health and Safety Contacts must institute adequate procedures for the checking and maintenance of plant and equipment under their control and associated records. Information about these procedures should be provided to all employees and students working under their control or supervision.

First Aid

a) iBOS is committed to the provision of first aid and will ensure that the levels of qualified staff are maintained if staff leave. Members of staff working in the school will be encouraged to qualify as First Aiders and training will be provided.
b) Arrangements have been made to provide first aid boxes to all First Aiders at the school. It is the responsibility of the First Aiders to check the first aid boxes regularly and report deficiencies.
c) Requalification lists of members of staff who are qualified First Aiders will be published and distributed within the school. Any member of staff wishing to become qualified in First Aid should notify the Principal, who will decide for them to attend an appropriate course. Should demand prove high, a place will be found as soon as reasonably possible, when funds are available.
d) Duties of First Aiders which may be expected:

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a. Provide on the spot treatment for minor injuries, advising possible appropriate further action to be taken
b. Advise on the immediate supervision of serious accidents and to ensure that specialist help is obtained as necessary.
c. Report any incident where they have been needed. The formal report form will be used.
d. Inform all people they treat of the duty to complete an accident report form.
e. Maintain, and be responsible for, the contacts of specific first aid boxes. Reporting of Accidents
a) All major accidents/incidents which occur at School must be reported to the Lead First Aider who will arrange for them to be reported to the Lambeth accident line.
b) Members of staff and regular users of the school's facilities are required to report all accidents and incidents, however trivial.
c) In the event of a serious incident/injury*, the Principal should be informed.

* The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1985 (RIDDOR)

define a serious injury/incident as follows:

Serious Injury

1. death
2. serious bodily injury, e.g. a fracture of the skull, spine, pelvis, arm, or leg
3. amputation of hand, foot, or a substantial part thereof
4. loss of sight in an eye
5. other injury which, at the time of the accident, appeared likely to endanger life, cause prolonged or permanent incapacity for the work at which the person was employed or studying, or substantially impaired their physical condition - for example, injury as a result of internal hemorrhage, burns (including chemical burns), scalds, asphyxia, electric shock, gassing or acute poisoning.

Serious Incident

1. explosion or fire, causing damage to the structure of any room or place in which persons are employed or studying, or to any machine or plant continued therein, and resulting in the complete suspension of ordinary work in such room or place, or stoppage of machinery or plant for not less than five hours, where such explosion or fire is due to the ignition of dust, gas or vapor, the ignition of celluloid, or substances composed wholly or in part of celluloid
2. electrical short circuit or failure of electrical machinery, or apparatus, attended by explosion or fire causing structural damage thereto, and involving its stoppage or closure for not less than five hours
3. explosion or fire affecting any room in which persons are employed, and causing complete suspension of ordinary work therein for not less than 24 hours
4. explosion of a receiver or container used for the storage, at a pressure greater than atmospheric pressure, of any gas or gases (including air), or any liquids or solid resulting from the compression of gas
5. dispersal of any radioactive substance by the spill, fire, explosion or otherwise, involving in a single incident a quantity more than specified safety levels

1. Contractor Management

All contractors working on iBOS premises must receive a site-specific induction and provide risk assessments and method statements (RAMS) prior to work. A designated iBOS officer must supervise work and ensure safety protocols are followed. Contractors must also be informed of emergency

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procedures and safeguarding policies.

2. Visitors to the School Members of the general public, students of the school and teaching staff should be made aware that if they have permission through the Principal to bring children onto the school premises, they are responsible for their supervision and safety whilst on the school premises, and that the children themselves must act safely and responsibly unless there is an organized function which has a crèche.

3. Fire Precautions

a) arrangements for fire drills, alarms and emergency evacuation procedures are included in the Staff Handbook which is updated annually
b) all SLT to have had Fire Marshall training
c) regular training and practice in the use of evacuation chairs and manual handling
d) automatic fire detection sensors to be used in all key areas
e) ensure all glazing is fire resistant Everyone must comply with the arrangements to minimize the risk of injury/danger to individuals. All fire marshals are asked to be aware of the different types of fire extinguishers, their location, purpose and usage (using the wrong type can be hazardous and endanger the operator). All staff are asked to:
a) become familiar with the position of fire alarms and exits in their work areas
b) notify the Premises Manager immediately if any of the fire extinguishers are used or discharged accidentally keep all gangways, corridors and exits clear
c) note that emergency exit doors are clearly marked, and should be kept unlocked while the building is in use
d) not remove fire appliances or re-position them without the authority of the Principal
e) refrain from smoking in all areas of the school and grounds
f) not re-enter the building in the event of evacuation without the permission of the Principal. (Note: when there is a member of the Police or Fire Brigade present, NOONE shall enter without seeking permission from the Police or Fire Officer in charge)
4. On receipt of a bomb threat by telephone, or on being informed of a suspicious object found in the building, the person taking the call should:
a) Remain calm.
b) Note the location, the time and try to obtain as much other information as possible from the caller.
c) Contact and notify a senior member of staff (i.e. Principal, Vice Principal, members of SLT) as quickly as possible. Action of a Senior Member of Staff The senior member of staff will:
a) Receive a report from the person who took the message.
b) Evaluate, in consultation with the Principal, who will inform the Police, if necessary, and arrange for them to be met on arrival.
c) Evacuate the building by sounding the alarm.
d) Ensure the building is completely evacuated at least 20 minutes before the time given for the device to explode.
e) All other staff and students should follow the same evacuation procedures as for a fire drill.

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5. Re-entry to Premises
a) No unauthorized person is allowed into the building while the emergency lasts.
b) All members of staff will remain at their assembly points until they have received instructions from the Principal.
c) Should the device not be found, and the Principal is satisfied that the building is safe, the staff should be permitted to return. Staff should carry out a further check on returning to their area of work.

6. Disabled Staff

A Personal Emergency Evacuation Plan (PEEP) must be prepared for all disabled staff, students, or visitors who may require assistance during an emergency evacuation. Staff must be trained on their roles in executing these plans. The needs of disabled staff require special attention, particularly in ensuring that they can leave the building easily and quickly during an emergency. Members of staff in management and supervisory positions must take particular care to ensure the health and safety of disabled persons for whom they are responsible. If necessary, they must make additional local or specialised arrangements. Each person with a mobility problem will have an individual evacuation arrangement.

7. Accidents and First Aid

A simple first aid kit is kept with all First Aiders. Only equipment from this box should be used.

8. Management of Stress in Schools Guidance Guidance Statement: The Governing Body recognizes that stress is potentially a major cause of ill health amongst its staff. Stress-related illness can be caused by work or by issues outside work. The Governing Body is committed to eliminating the foreseeable causes of stress at work, or if that is not possible, minimizing or reducing the risk of work-related stress to employees to the lowest level. The Governing Body and Principal recognize that the Health and Safety at Work Act 1974 places a duty of care on employers to provide and maintain safe systems of work and a working environment that is, as far as reasonably practical, safe and without health risks. Further, the Management of Health and Safety at Work Regulations 1999 places a duty of care to assess and manage all risks of injury to employees and, where these risks cannot be eliminated, implement control measures to minimize or reduce risk. The Governing Body has overall responsibility for agreeing and reviewing the Health and Safety Policy, including issues relating to staff stress. On a day-to-day basis, the Principal has the responsibility of taking requisite measures to deal with and alleviate any work-related stress where possible. Other relevant legislation that has implications for managing stress at work includes the Employment Rights Act 1996, Public Order Act 1986, Protection from Harassment Act 1997, Working Time Regulations 1998, and Equality Act 2010. There is also a duty of care for staff under common law. This policy is underpinned by the principles outlined in current case law. The purpose of this policy is to ensure that the Governing Body operates a fair, consistent and open approach to the issue of stress. The Governing Body, with the Principal, will:
a) Agree on and review the Health and Safety Policy
b) Seek to eliminate or, if not possible, reduce the causes of work-related stress through risk assessment
c) Investigate all reports of work-related stress and ensure remedial action is taken - developing safe systems of work and introducing practical preventative measures
d) Provide information and training for managers to help them recognize the symptoms of stress; and give practical guidance on the measures that may be taken to assist individuals suffering from potentially stress-related symptoms

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e) Provide information and training to all employees to enable them to recognize the symptoms of stress and the appropriate measures that may be adopted
f) Support employees (including the Principal) to achieve a healthy work-life balance
g) Provide employees with details of support available through the school’s employee assistance program
h) Take a supportive attitude towards individuals experiencing stress whatever the cause
i) Respect confidentiality always, with individual cases only being discussed in the appropriate forum
j) Monitor and evaluate absence levels due to stress-related illnesses
k) Monitor, evaluate and review the effectiveness of the Health and Safety Policy and procedures for the elimination and management of stress regularly. The Governing Body believes that the elimination and management of stress is an important management task and that it requires a tactful and diplomatic approach and the cooperation and involvement of managers and staff. The costs of not managing stress effectively are significant for both an individual and the school. Stress is an important issue facing education and can adversely affect the ability of educational staff to meet the continually changing demands placed on them. DfE research found that stress was the fourth most common reason for staff absence. There is a need for schools to eliminate, or if not possible, reduce the causes of work-related stress and provide support strategies for staff. This will:
a) ensure good employment practice
b) ensure all legal obligations are met
c) reduce the direct and indirect costs of stress
d) help staff maintain a healthier work-life balance The Principal has overall responsibility for the health and safety of employees whilst at work. The responsibility for managing stress within the school is delegated to the Governing Body and the Principal. Support is provided to schools by the Local Authority (LA) Health and Safety Advisor and the school’s HR Manager. The school must implement the HSE Management Standards for Work-Related Stress, which include six key areas of workplace design: Demands, Control, Support, Relationships, Role, and Change. Risk assessments must consider these factors and identify areas for improvement. Line Managers must act upon signs of excessive pressure or distress.

Employees Guide to Managing Stress

Definitions of Stress: The Health and Safety Executive (HSE) define stress as: "the adverse reaction people have to excessive pressure or other types of demands placed upon them". Stress is part of everyday life and an individual's stress level can vary depending on their tolerance and threshold. However, there is an important distinction between reasonable pressures or challenges (which can be stimulating, motivating and have other beneficial effects) and stress, which is the reaction to the demands that a person feels when they cannot cope at a given time.

Legal Responsibilities, Policies and Procedures

Health and Safety Legislation Employers have a legal duty under Section 2 (1) of the Health and Safety at Work Act 1974 to ensure, so far as is reasonably practical, the health, safety, and welfare at work of their employees. There is a general duty therefore to seek to protect employees from undue stress at work, deal with stress-related issues and take appropriate action. The

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Management of Health and Safety at Work Regulations 1999 places a duty on employers to assess and manage significant risks to health and safety and, where these risks cannot be eliminated, implement control measures to minimize or reduce the risk. Also, employees have a duty under Section (7) of the Health and Safety at Work Act 1974 and Regulation 14 of the Management of Health and Safety at Work Regulations 1999, to take reasonable care for their own health and safety and that of others who may be affected by their acts or omissions at work. This includes mental hazards such as workplace stress as well as physical hazards. Governing bodies and the Principal have a responsibility under the School Staffing (England) Regulations

2009 to manage work-life balance. Liabilities in law arise where an employer does not demonstrate reasonable care towards an employee, and it is reasonably foreseeable to the employer that injury will (and does) result, therefore. Injury can be interpreted as either mental or physical and while stress is not an injury, a mental illness such as a nervous breakdown is.

1. Working Time Directive

The Working Time Directive came into force on 1 October 1998 aiming to limit the number of hours in an employees' working week, ensure adequate rest times, etc. When looking at the hazards relating to stress and the prevention and reduction of stress, managers should consider working patterns and hours.

2. Equality Act

The Equality Act defines a 'disabled person' as someone with “a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on your ability to do normal daily activities”. Employees who experience temporary and short-term cases of stress-related illness would therefore not fall within the scope of the Act. However, longer-term cases and other forms of stress-related conditions such as a history of long-term depression may be covered by the Act. For those employees whose conditions do meet the provisions of the Act, the school is required to make reasonable adjustments. Further advice on making reasonable adjustments can be sought from the school’s HR Manager.

3. Case Law

There are increasing numbers of employment tribunal cases dealing with work-related stress where employees have been awarded high levels of compensation:

Walker v Northumberland County Council - awarded £175,000
Lancaster v Birmingham City Council - awarded £67,000
Benson v Metropolitan Borough of Wirral - awarded £47,000

4. Policies and Procedures There are certain established policies and procedures within the school that may need to be considered when dealing with stress. These include:

Attendance management
Competence of employees

5. Teacher Work-Load Issues

Further advice can be sought from the school’s HR Manager and the Principal.

6. The Causes of Stress

Causes of an individual’s stress may be work-related or non-work-related and it may not be possible to predict how or when a person will be adversely affected by the pressures they experience. Within school, there are times that are particularly stressful for staff (e.g. Ofsted inspections or school re-organizations/closures), but many ongoing, continual factors may cause stress, in particular, the degree and speed of current educational change.

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Causes of non-work-related stress may include:

1. bereavement
2. relationship breakdown
3. problems relating to children/parents
4. childhood issues affecting adult life
5. illness in the family
6. financial problems
7. personal issues such as gender, sexuality
8. experience of chronic illness
9. addiction
10. abuse
11. violence
12. house move

Causes of work-related stress may include:

1. school culture (e.g. management style)
2. poor communication leadership
3. organizational change
4. poor relations with co-workers
5. lack of participation in decision making
6. the environmental factors (e.g. noise, lighting, ergonomic design)
7. factors intrinsic to the job ( e.g. long hours, high workload, dealing with challenging behaviors, confrontational situations)

8. Employee Development

Employee development may cause stress (e.g. unsupportive feedback on performance, training needs, job security, lack of promotion - under/over-promotion)

9. The Effects of Stress

The effects of stress can be short-lived, provided timely and appropriate action is taken. Early recognition of the signs of stress is beneficial to the employee and the school.

10. Effects on the Individual Work-related stress is not an illness, but if it is prolonged or particularly intense, it can lead to increased problems with ill health (e.g. heart disease, anxiety, depression, high blood pressure etc.). It can also lead to other behaviors that are not helpful to health such as weight loss/gain, drinking too much caffeine, alcohol, and smoking. Different people perceive different events as stressful. Therefore, stress may be experienced because of exposure to a wide range of work demands and this therefore may contribute to an equally wide range of health issues. We respond to short-term stress in several ways. These responses allow the body to get rid of built-up energies regularly and let the body recover and return to normal. These responses include the heart beating faster, tense muscles, extra cholesterol and sugar in the blood and slower immune and digestive responses. Where there are changes in any of these behavior patterns it could be the effects of stress. These signs are often picked up by other people before we acknowledge them ourselves.
11. Effects on the School Stress has implications for the school and reducing stress is cost-effective. For example, stress can cause an increase in sickness absence, which leads to:

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a) increased workload for other members of staff
b) reduced staff performance
c) reduced staff morale
d) increased staff turnover
e) increased parental complaints
f) possible expensive litigation

12. The Signs of Stress

Early recognition of the signs of stress is beneficial to the employee and the school. It is important to recognize that people demonstrate some of the symptoms of stress at various times in their life. This does not necessarily mean they are suffering from stress. The levels of stress that individuals feel will correspond to the symptoms they experience.

Physical Signs: nausea; headaches; fatigue; shoulders, neck, and back pain; cramps; chest pain; palpitations; weight loss/gain.
Behavioral Signs: smoking; drinking alcohol (or increased drinking); nail biting; changes to eating habits; erratic mood changes.
Emotional Signs: intolerance and irritability; withdrawal of social contact; low self- esteem; guilt; panic; worrying inappropriately.
Work-Related Signs: reduction in productivity; increase in error rates; indecisive/ poor decision-making; deterioration in planning/control of work; tension/conflict between colleagues; increase in disciplinary issues; loss of motivation/commitment; working longer hours with little achievement; erratic/poor timekeeping; increased absence; evading deadlines; lack of concentration. Generally, the best way to identify your own or a colleague’s stress is to be aware of normal performance levels, general demeanor and behavior at work.

13. Sickness Absence Analysis

An analysis of sickness absence can identify stress. Consideration may be given to:

a. individual problems - where there may be increased rates of either short-term or long- term absences or possible stress-related diagnosis;
b. whether there may be group problems - where there are numbers of employees with increased sickness absence rates or with a possible stress-related diagnosis;
c. by looking at medical certificates for stress as a specific reason for absence.

14. Personal Accident Report Forms

If an employee feels that they have an illness or condition caused by their work, it should be reported as a personal accident and investigated by the Principal. For details on accident reporting, please contact the school’s Lead Admin Officer.

Appraisal/Line Management Meeting Process

The appraisal/line management meeting process provides an opportunity for discussing and identifying if an employee has a problem. The Principal/Line Manager needs to listen to the employee and encourage them to discuss their feelings. Many teachers and support staff employees are reluctant to admit to feeling stressed at work as they may perceive it as a sign of weakness or failure or feel it goes against the management culture.

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1. Informal Monitoring

The basis of this approach is that the Principal/Line Manager knows the members of the team, their individual skills, moods, personalities and how they respond to pressures and demands. They should then be aware of any difficulties and try and provide support and assistance.

2. Exit Interviews

Exit interviews occur when employees leave a job and can be a useful way of gaining insight and understanding into how employees view their job and the school.

3. Stress Audit

The Principal may wish to carry out an individual stress assessment. It is important that these are carried out on a confidential basis and that staff are aware of what the information will be used for. While these may give a good indication of stress levels, they can be time-consuming in carrying out and analyzing the results.

4. Addressing and Reducing Work-Place Stress

The role of the Principal and Line Manager: The Governing Body and Principal are responsible for the health and safety of the employees in the school. When identifying the hazards employees face, consideration should be given to the causes of stress, making reductions as far as possible and taking appropriate action to monitor.

5. The School's Approach

The school's approach to stress should be supportive. If the cause of stress is not work-related, the employee should be supported via existing mechanisms such as their GP, Employee Wellbeing, the Employee Assistance Program, etc. Where an employee has been absent from work for a long period, measures such as a phased return or a temporary reduction in hours or a temporary reduction in responsibility could be considered to aid in the return to school. If the source of stress is work-related, the Principal/Line Manager should undertake a risk assessment/risk reduction approach to the problem. All reasonable, practical steps should be taken to ensure the health and safety of employees. Evaluation should be undertaken annually to ensure that the responses that have been made are working and being observed. All staff have a responsibility to look after their own health and safety and ensure that they raise concerns at an early stage.

6. Risk Assessment

Risk assessment is the process of identifying areas of work/work organization that are likely to result in ill health (stress) and attaching an assessment of the likelihood and severity of that risk. Advice on carrying out a risk assessment can be obtained from the LA’s Health and Safety Advisor. Once the risk assessment has identified likely sources of stress, suitable measures should be developed and put in place to minimize the likelihood of 'ill health'. For example, in cases where staff take excessive amounts of work home and/or work longer hours, the school should ensure that a system is in place to monitor and address workloads. Also, where staff must deal with high levels of challenging behavior, the school should provide training and strategies for them to use.

7. The Line Manager's Responsibility

Line Managers have an important part to play as they are best placed to observe stress developing. They should ensure that they are aware of employee workloads and employees' concerns both generally and specifically as they relate to work. This responsibility will apply to all appropriate Line Managers throughout the structure of the school.

8. Developing a Supportive Culture

Reducing stress is intrinsic to good management. The Principal and Line Managers need to show that stress is an issue that the school takes seriously and to be understanding to staff who admit

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that they are under too much pressure. Staff can often feel isolated and unable to share their problems with others. An open-door policy can help eliminate feelings of having to cope alone and reduce stress. Line Managers should:

a. Ensure they are accessible to staff to discuss problems
b. Raise awareness of stress and demonstrate that it is not an indication of weakness
c. Help new staff by having a good induction program
d. Encourage staff to talk about feelings of stress
e. Encourage supportive behavior in other team members
f. Develop a team spirit to reduce feelings of isolation
g. Provide support to staff returning to work after long term absence (e.g. phased return, shorter hours)
h. Provide training on stress, on an individual or group basis
i. Provide training on time management, management skills, assertiveness etc.

9. Management Style and Organization

How a school or department is managed can contribute to workplace stress. The Principal and Line Managers should consider:

a. Ensuring effective communication takes place involving all staff
b. Fostering cooperation not competition - encouraging teamwork and participation
c. Setting clear aims and having clear policies
d. Ensuring sufficient and appropriate training
e. Giving constructive feedback on performance
f. Having effective mechanisms for identifying problems such as sickness absence and work performance at an early stage
g. Helping staff recognize their own limitations and skills
h. Regularly reviewing workloads and allocate work accordingly.

10. Other Considerations

The Principal and Line Managers can also look at:

a. Factors in Reducing Work Stress Management (e.g. effective, open management, good communication, employee involvement especially in periods of change, valuing staff);
b. School Issues (e.g. ensure training for dealing with challenging behavior, provide support & use school procedures for cases of verbal/physical abuse, harassment and bullying);
c. Job Design (e.g., well-defined tasks and responsibilities, address workload issues including working time, sufficient training, utilization of skills etc.);
d. Employee Development (e.g. ensure clear objectives and understanding of responsibilities, ensure training needs are met and reviewed regularly, provide appropriate support etc.).
11. Sources of Help

Employee Support

Employee Assistance Program: Counselling, advice, and information on a range of issues and services.
Teacher Support Line: Free information, support, and counselling for teachers. Available 24 hours.
Phone: 08000 562 561

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Website: Teacher Support Line

General Support

Careline: Telephone counselling service for the general public.
Phone: 020 8514 1177
Carers Line: Help and advice line.
Phone: 0808 808 7777

Bereavement Support

Cruse Bereavement Service: Helpline for bereaved people and those caring for bereaved people.
Phone: 0870 167 1677

Substance Abuse Support

Drink Line: Advice, information, and support for anyone concerned with their own or someone else's drinking.
Phone: 0800 917 8282
GamCare: Confidential counselling, advice, and information for those with a gambling dependency.
Phone: 0845 600 0133
National Drugs Helpline: 24-hour helpline for drug/solvent users, their families, carers, and friends.
Phone: 0800 776 600

Financial Support

National Debt Line: Help for anyone with debt/money issues.
Phone: 0808 808 4000

Health Support

NHS Direct: 24-hour confidential helpline for health concerns.
Phone: 0845 46 47

Parenting Support

Parent Line: Helpline for support and information for those in a parenting role.
Phone: 0808 800 2222

Domestic Violence Support

Refuge: 24-hour helpline for those suffering from domestic violence.
Phone: 0870 599 5443

Emotional Support

The Samaritans: 24-hour helpline for emotional support.
Phone: 0845 790 9090

Crime Victim Support

Victim Support Line: Helpline for emotional support and advice for those affected by crime.
Phone: 0845 303 0900

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A Managers Guide to Improving and Maintaining Employee Health and Well-Being.

HSG218HSE Books 2001. ISBN 0717620506

Managing Work-Related Stress: A Guide for Managers and Teachers in School. HSE Books 1998. ISBN 0717612929.
ACAS Health Work and Wellbeing www.acas.org.uk 28 Employees Guide to Managing Stress 1. WHAT IS STRESS? The Health and Safety Executive define stress as “the adverse reaction people have to excessive pressure or other types of demands placed upon them”.

12. The Duties of Your Employer

The LA and the Governing Body must ensure that the health of employees is not harmed by work-related stress. They must:

a. Assess the risk to employee's health from work-related stress.
b. Put in place measures to eliminate, or where that is not possible, to reduce that risk.
c. Consult you about workplace and organizational changes that are likely to significantly affect your health and safety.

13. Your Role/Responsibilities

You and your colleagues may suffer sometimes in your working life from stress at work. It is important that you can recognize factors in the workplace that may cause stress. It is also helpful if you recognize the signs and symptoms of stress in yourselves or others to take positive action. Legally you have a duty under Section 7 of the Health and Safety at Work Act 1974 and Regulation

14 of the Management of Health and Safety at Work Regulations 1999 to take reasonable care of your own health and safety and that of others who may be affected by your acts or omission whilst at work.
14. What do I do if I feel stressed? There are support mechanisms and procedures in school to help you resolve workplace stress:

Communication

If you feel that there are aspects of your work that are causing you to feel excessively stressed, you should discuss them with your Principal/Line Manager who will try and help you resolve the situation. They may also ask you if you have any problems related to stress, either as part of appraisal/line management meetings or absence control procedures. If your problems are related to home or are personal, you may also wish to discuss them with your Principal/Line Manager. They may be able to assist with emotional support or practical help such as compassionate leave. Your Principal/Line Manager will treat all your conversations in strictest confidence.

Seeking Other Support

You may feel that talking to your Principal/Line Manager is difficult and, in these circumstances, you may wish to contact your trade union representative for support and advice (please note that iBOS does not have any collective agreement in force with any trade union, though you may belong to one). They have contacts with their own support systems, including the LA and other outside agencies who they can approach with you or on your behalf. The school also provides an Employee Assistance Program which can provide confidential counselling services and advice on a wide range of issues including stress but also financial issues, legal issues, bereavement, marital relations, health concerns, alcohol/drug abuse etc. Details can be obtained from the HR Manager. The service is independent of management and the only way anyone else will know if you contact them is

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if you chose to tell them. If you are a teacher you may wish to call the Teacher Support Line which provides free information, support and counselling 24 hours a day. Support can also be gained from your GP, the LA, and agencies who provide information and advice in respect of specific issues.

Individual Strategies

On a personal level, it is useful to be able to analyses and examine your reactions to stress and to be able to reduce the effects as much as possible. Your chosen methods of reducing stress are as individual as the causes of it. Many things can help you improve the situation to gain short-term relief and provide strategies for dealing with ongoing stress:

a. be assertive – stand up for yourself
b. develop good points both in yourself and others
c. be positive, see the positive side of yourself and others
d. relax – this opposes the stress response and helps the re-balancing process
e. physical activity – use up the energy created by the stress response, this helps restore balance and build fitness
f. sleep well – adopt regular sleep patterns
g. avoid trying things that cause more side effects than stress such as alcohol, smoking, caffeine, overeating, aggression
h. eat well – the basis for good health which helps you to handle the pressure of stress
i. friendships – give the opportunity to talk and share
j. emotional release – laughing, crying, and talking helps release some of the tensions of stress rather than keeping them bottled up
k. appreciate the present rather than dwelling on the past.